• Directed day-to-day operations of 3 business critical teams consisting of 34 total headcount. • The Billing and Accounts Receivable team processes over $90M in revenue annually. • The Field Engineering team is fully remote and is responsible for GPS'ing all pipe and fittings that are installed. • The Document Control team is mostly remote and team’s primary function is the tracking and gathering of all billable paperwork from field operations and the customer. This team also assists with the upkeep of various trackers and other reporting.• Accountable for customer service measurements and analytics. Provided communications, tactical direction, and planning across the teams. Enhanced cost efficiency by streamlining operational process.• Led cross functional initiatives, projects, and discussions to increase business unit performance and overall operational effectiveness.• Proactively identified, implemented and managed process improvements.• Built trust and strategic partnership with business areas, project teams and leadership to facilitate two-way communication.• Led project management work that included improving enterprise-wide performance with limited resources while maintaining financial strength, business profitability, and operational excellence.• Improved performance, productivity and ensured strict adherence to quality standards by leading project teams, evaluating workflow, staff performance, and providing constructive feedback to employees.

• Directed the day-to-day activities of 19 direct reports (3 Sales Artists, 6 Account Managers, 8 Customer Service Representatives, 1 Sales IT Liaison, 1 eCommerce Coordinator). This group is responsible for over 75% of total company revenue.• Developed actionable reporting for sales and leadership using the Sage 500 client and Sage Enterprise Intelligence systems.• Processed sales and inventory transactions; set up new customers; researched/resolved billing, inventory and production issues; issued and received purchase orders; issued RMAs and processed customer credits. • Led corporate and departmental Continuous Improvement initiatives. • Assisted with the implementation of Salesforce and the Sage 500 upgrade.

• Managed the Workforce Optimization (WFO) team to include workforce management and quality monitoring.• Managed analyst team responsible for all call center data analysis and reporting. Executive, managerial and operation level reporting drove call center decision making.• Managed call center operations to include goal setting; policy creation and enforcement; employee coaching and development.• Implemented Verint’s Impact360 Workforce Optimization software (version 11.1) into a 425 seat call center. Implementation included Advanced Workforce Management, Quality Monitoring, Advanced Scorecards, eLearning, Coaching and Desktop Processing & Analytics Modules. Results: Successful implementation resulted in an increase in cash collections of $3.4M and an increase in productivity of 9.1 full time equivalents (FTEs) within the first 12 months.• Created agent level performance summaries with team/supervisor, manager level and call center rollups in Excel. Results: Easy access to individual and team level performance allowed for coaching sessions to be more effective. Agents and supervisors had weekly, monthly and quarterly views as well as an overall performance rating to be used in the HR Performance Management system.• Designed and managed the Credit Card Authorization program’s reporting. This program added $8.4M (2009) and $19M (2010) to LabCorp’s bottom line. Responsibilities included reporting to field operations personnel and executive level corporate management, issue research/resolution, and creating/utilizing meaningful benchmarks to accurately depict program performance from an overall company perspective down to individual site level performance. Results: The increased cash collections contributed to the reduction of bad debt write off that is associated with copays and deductibles.

• Managed the day-to-day business operations to include subcontractor sourcing, scheduling & supervision, materials management, vendor management, quality assurance, customer relations, meeting/relationship building with prospective bankers, clients, developers, etc. • Created electronic takeoffs for all products and tracked/resolved variances. Results: Streamlined material costs and increased product quality allowed SCH to remain competitive in a downward market.• Directed the Internet and local marketing efforts to include website redesign, creating/updating of marketing materials, signage, direct mail campaigns and advertising.

• Designed, implemented & managed external broker sales compensation programs. Tasks included meeting with senior executives to plan & document sales campaign requirements, data analysis of projections & budget impacts, presentation of findings to senior leadership, communication with IT on required system changes, enhancements & data feeds; meeting with the functional areas (accounting, finance, legal, marketing, mailing & printing facility, sales, etc.) impacted by the new programs, create and document standard operating procedures (SOP’s) for consistent program execution, tested data feeds and validated data, approved implementation and managed programs.• Experienced in leading and supporting high profile projects consisting of cross-functional workgroups involving all levels of the organization. Project titles included Agent Agreement, Agent Appointment, Agent Self Service Web Portal (single sign on), Total Cash Compensation and Incentive Compensation system (TCC/IC), etc.• Worked directly with sales and marketing executives on the Agent Data Collection initiative. Project involved the collection, analysis, reconciliation and validation of data from the BCBSF systems and the external brokerage community.• Mediated and resolved management situations involving internal and external sales compensation.• Responsible for the administration and findings of the CGA commission audit. A review of 10 years of commissions paid, segmented by brokerage and year paid in order to apply correct commissions payment policies. The end result was to determine that all commissions had been paid per stated commissions payment plans.• Conducted analysis of past and present marketing and sales data. Presented findings to leadership on the effectiveness of programs, sales distribution channels, etc.• Assisted in the startup of BCBSF’s Reinsurance program.

• Designed & implemented a custom JD Edwards automated parts inventory replenishment program for an $80M service organization. Results: Service parts inventory reduction of over 12% ($1M) in first 6 months.• Led / Managed (initiated, planned, monitored, controlled, and closed) projects involving IT and the Operations & Service organizations. Tasks included project planning, documenting of end user requirements, extensive data analysis of current issues, projected cost savings & efficiency increases, presentation of findings to senior management, product design, project meetings with impacted functional areas, routine communication with parties involved to ensure final product met (exceeded) end user expectations, user acceptance & unit testing, end user training & implementation of final product.• Performed extensive data analysis on inventory & non-inventory related projects within the Service and Operations organizations to include accounts receivable, service customer segmentation, technician utilization, inventory reconciliation, etc.• Led project that designed & implemented (to include the planning, staffing requirements, job functions / descriptions, processes) the Parts Group, a department of eleven full-time employees, within the S1 Customer Support Call Center.• Planned & led project to reengineer the $2.2M national service parts distribution facility. Results: Improved overall efficiency of this facility and reduced on hand parts inventory by 34% ($750,000).• Designed & implemented a reporting system to measure, analyze, improve & control (DMAIC) $6.5M in on-hand service parts inventory. Results: Data revealed that through the disposal of the obsolete inventory & the implementation of basic inventory best practices, a 50% ($3.2M) reduction in on-hand parts inventory was possible without disruption to the day-to-day service operations.• Reason for leaving: Laid off due to merger/acquisition

• Coordinated and managed installations, end user training and activation of retail self-checkout equipment. • Built & maintained relationships with the customers’ executives and PSI sales & marketing personnel to ensure expectations were met / exceeded.• Trained Project Coordinators, Field Technicians and Help Desk representatives on software systems, product activation and troubleshooting procedures.• Worked directly with the software programmers and hardware engineers. Communicated system issues from field locations. Applied and tested software / hardware resolutions in a live environment.• Performed analysis of system security databases by comparing the security settings of each item available in each retail location by customer with log of items “rejected” by the self-checkout systems. The end result being to maximize the end users' shopping experience while maintaining adequate system security to prevent theft.

• Developed and implemented a multi-plant documentation system. Responsibilities included requirements gathering, documentation, data analysis identifying current training deficiencies, product design, implementation of final product and periodic presentations to senior management.• Reason for leaving: Returned to Clemson MBA program.